1st Edition
Systemic Thinking for Public Managers Five Practices for Creating a Vibrant Organization
Chapter 1: Introduction. Chapter 2: Depicting the System. Chapter 3: Evaluating the System. Chapter 4: Collaborating Within and Across Systems. Chapter 5: Developing a Systemic Culture. Chapter 6: Designing a Systemic Future. Chapter 7: Conclusion.
Biography
Sheila E. Murphy, PhD, has served as a consultant to government, private sector, and nonprofit organizations for 30 years. She served on the faculty of the School of Public Affairs at Arizona State University, where she co-designed and instructed the 10-month Certified Public Manager program, serving federal, tribal, state, county, and municipal government professionals.
Tracey A. Regenold, PhD, works as a public sector management consultant. Her previous experience includes working in nonprofit organizations providing direct service to adults from vulnerable populations and designing instruction for public manager education. Tracey earned her doctoral degree in workforce education from Old Dominion University. She holds a Master of Public Administration from Arizona State University.
Philip A. Reed, PhD, DTE, is a professor in the Darden College of Education and Professional Studies at Old Dominion University in Norfolk, Virginia. He has served as a teacher, teacher educator, and administrator in secondary, and post-secondary education for over 30 years. His research focuses on curriculum development and implementation in workforce education.
